To truly take advantage of AI and other advanced tools, healthcare leaders must embrace a new mindset, shifting any vision that includes “technology” to “humans interacting with technology”
Not all executive coaches can truly unlock value in the complex world of private equity.
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For healthcare leaders to reverse current industry trends, they need leadership development programs that truly allow their people to “level up.”
Leading portcos in uncertain times means investing in people, even during layoffs.
Actionable steps leaders can take to help build their organizations’ comfort with continuous change and shift their people’s mindset toward change readiness.
Tough decisions may be required, but CEOs can still stave off the negative impacts of a soft market and further distance their organizations from the competition.
While executive coaches often provide counsel to portfolio company management, not all coaches are skilled in navigating the complex world of Private Equity.
Here are five levers that will be integral to driving portfolio performance over the next five years.
Proactive agreements on how to work together can help organizations avoid many of the obstacles often present in collaborative or team-based workplaces.
GPs can help their portfolio company management proactively navigate a potential down market.
Leaders must recognize the senselessness of choosing between their people’s high performance and humanity; they both matter.
In today’s tight labor market, employee retention and other human-resource issues are taking center stage in private-equity due diligence.
The CEO of FMG Leading Matt Brubaker says that people want to work, there’s just a lack of compelling jobs.
Compensation alone has proved insufficient in keeping healthcare organizations properly staffed amid the unprecedented labor shortage.
You have to become a great place to work before expecting to recruit and retain great people.
Typical off-the-shelf executive assessments used by Private Equity firms are incomplete, offering investors a static prediction of a candidate’s likelihood of success.
Tackling social impact initiatives requires GPs to wrestle with their larger purpose.
The Covid-19 pandemic revolutionized how and where private-equity professionals work…. but left their high pay intact last year.
Multi-site care delivery companies must rethink the criticality of the managers and administrators running the individual sites that comprise the company’s growing network.
With deal activity booming and firms looking to deploy their accumulated dry powder, GPs cannot afford to under-club human capital due diligence.
There are many opportunities for companies to emerge from this crisis stronger and more agile, especially among those that can quickly adapt to the realities of remote work.
A high-performing PE portco requires more than just a growth strategy; it also demands a strategy to align and engage its people: a human capital strategy.
A true human capital strategy is always aligned with and designed to drive an enterprise strategy.
To best achieve strategic alignment, board members should take it upon themselves to question the thinking behind proposed human capital initiatives.
Investments in relationship engineering and other human capital strategies are generating greater returns for evangelist firms.
Some CEOs can best serve their companies by resigning as board chair.
Executives in charge of people can play an outsized role in raising engagement.
Before you take the plunge, make sure you’re cut out for a PE-backed job.